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Overview of Huatianmou’s experts in lean production management: Lean production management has gradually become an essential tool for enterprise management, especially in manufacturing industries. When implementing lean production, many companies remain stuck at the initial results and find it difficult to make further progress. Why has Toyota been able to do so well and maintain this level of performance? This is closely related to the competence of employees; without such competence, there is only temporary enthusiasm, and as a result progress stalls. So, what issues need to be taken into consideration in this process? Firstly, driven by a long-term vision, I am willing to sacrifice short-term financial goals if necessary; I want to achieve my approach to management and my business philosophy. Many times, we find ourselves faced with urgent orders, abnormalities detected at the production site, and the need for automation or adjustments. In such situations, whatever happens, I just want the results – the task must be completed. Is that then the basis for following this pattern? Do you dare to stop, do you dare to stick to the goals you want to achieve? As the two core elements that underpin the Toyota Model – including what was improved yesterday – we maintain respect for our employees; on this basis, five further aspects are identified. The first is the incentive mechanism: what kind of management systems are in place to support your philosophy? This aspect cannot be changed; various laws and regulations can be adjusted to a limited extent, so there must also be elements that serve as incentive and management mechanisms. In the process and when working with business partners, what is emphasized is continuous improvement and cooperation; respecting employees, respecting managers, and respecting my suppliers – everyone working together to achieve things and making ongoing improvements. The last and most crucial point is to solve problems on the spot, with actual resources available. Toyota’s production sites don’t seem different from those of many other companies at first glance; in reality, Toyota is constantly working on improvements and problem-solving. This is what the Toyota Production System is based on, and it represents its essence. Many companies fail to grasp this, and without understanding it, it’s not possible to truly utilize it as a foundation for lean manufacturing. To turn this model into the approach used in daily communication and work by every employee, with everyone in every department thinking in this way, is essential in order to support just-in-time and automated production methods in lean manufacturing. Without an architecture based on this pattern, without these five foundations, what you create are merely tools and methods, and such things can only rebound. In this approach, what we emphasize is a comprehensive and systematic perspective. The idea that lean production management is solely the responsibility of the production department is completely wrong; it should be a system-wide concept. Yesterday, everyone was thinking that I waste a lot (there’s a lot of waste), which causes trouble and confusion at my production site; so it’s a system-wide perspective. Secondly, it is necessary to carry out continuous training to improve employees’ ability to identify and solve problems. Lean tools are meant to support employees in making continuous improvements; they aim to enhance their thinking skills and their ability to observe details, so that they can identify problems as soon as they go to the site. Third is a process-oriented approach, which involves managing processes. It’s not simply the result of 5S management; many managers act in this way – by the time they look at the final report and decide whether it’s good or not, it’s already too late. Fourth is that employees need to continuously improve. As lean production, what is its foundation? It must be the system architecture and talent development. Today, the evaluation of a company is based on how much fixed assets it has and what its output value is, but those are superficial metrics; what really matters is the skills and enthusiasm of its employees. If employees’ enthusiasm is reduced, the wealth of the entire company is reduced; if their capabilities are diminished, the wealth of my company is reduced as well. No matter how many good factories or equipment you have, to establish a lean production system, everything related to it must be solidly in place; we must fully understand its framework, which consists of the system architecture and talent development.